Organisational symbols : reflections of organisational culture?

The objective of this paper is to discuss the role(s) of organisational symbols in representing organisational identity. To what extent do the so-called organisational symbols have significant impact on the employees in an organisation in identifying themselves with the organisational identity? Is it due to the top-down approach imposed by the top management? This paper is based on a six month ethnographic study conducted in selected Information Communication Technology (ICT) based corporations in one of the Malaysian Multimedia Super Corridor (MSC) cities. From the findings, there are three main organisational symbols which are related to organisational identity : identity cards, black sofa, and office cubicles. The paper concludes that the construction of organisational symbols is a mix of a controlled culture (topdown) and to a certain degree is the participative activity of the employees. Nevertheless, the organisational symbols are embraced by the employees due to the need to be identified with an organisation

What is Organisational Culture and How Can IT Be Managed Effectively

Budaya organisasi merupakan salah satu faktor penting yang menentukan kesuksesan suatu organisasi dan memiliki dampak jangka panjang terhadap kinerja organisasi tersebut. Nilai, cerita dan pahlawan merupakan elemen-elemen yang saling berkaitan dalam membentuk budaya suatu organisasi. Budaya organisasi yang kuat bisa menjadi kekuatan penggerak sekaligus bisa meningkatkan motivasi karyawan-karyawan sehingga mereka akan memiliki persepsi dan sikap yang sama dalam mencapai tujuan organisasi. Dengan demikian, karyawan akan memiliki komitmen yang tinggi terhadap organisasi tersebut. Oleh sebab itu, suatu organisasi harus mampu mengelola budaya organisasinya dengan efektif sehingga tujuan organisasi bisa tercapai dengan sukses

Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge

This paper reviews the current literature of management to indicate how transformational leaders contribute to organisational knowledge by building an effective culture. The paper is based on a review of leadership theories, organisational knowledge, organisational culture and the integration of concepts from the knowledge-based view of the firm. This review also indicates that to develop organisational knowledge transformational leaders act as change agents who influence organisational culture which can in turn mediate the relationship between transformational leadership and organisational knowledge

Profiles of organisational culture in Indonesian construction companies

Although relatively few studies have been undertaken analyzing the drivers of performance for construction companies in producing and delivering satisfactory quality of project works, findings from previous research reveal that there is a significant correlation between the company’s organisational culture and the quality performance of contractors. It has also been noted that the nature of organisational culture is a major determinant factor for quality improvement. This paper presents a summary of the results of a pilot study investigating the organisational culture profiles of five Indonesian construction companies. The survey utilizes the Organisational Culture Assessment Instrument (OCAI), which is based on the Competing Values Framework (CVF). This instrument assesses six important and significant traits of organisational culture: dominant characteristics, organisational leadership, management of employees, organisational ‘glue’, strategic emphasis, and criteria of success. These assessed cultural dimensions identify the most close-fitting perspective of a company’s inherent culture drawn from four possible types: clan, adhocracy, market, or hierarchy culture. Further discussion is presented, which describes the companies’ dominant cultural profiles in terms of strength and congruence and how an effective quality management system operates within the dominant culture type. This analysis contributes to the finding that a suitably ‘strong’ organisational culture impacts positively on construction organisation success within its own specific sector

The management of organisational culture

Culture is a term that is used regularly in workplace discussions. It is taken for granted that we understand what it means. The purpose of this paper is to identify and discuss some of the significant issues relating to the management of an organisation's culture. As organisational cultures are born within the context of broader cultural contexts such as national or ethic groupings, the paper will commence by defining 'culture' in the wider social context. This definition will subsequently form the basis for discussion of definitions of organisational culture and the paradigms and perspectives that underpin these. The paper will then discuss the issue of whether there is one dominant culture that typifies an organisation, or whether an organisation is really a collection or sub-set of loosely bound group identities. Finally, the paper identifies some implications for the management of culture management and change

The impact of organisational culture on WiMax adoption by Saudi SMEs

Although there is some research that examines Worldwide Inter-operability for Microwave Access (WiMax) adoption, the role of the organisational culture by Small and Medium Enterprises (SMEs) has not been studied in the context of the Kingdom of Saudi Arabia (KSA). This paper presents the outcome of a study carried out to examine the impact of organisational culture on the WiMax adoption by SMEs in the KSA. Based on Cameron and Quinn's Organisational Culture Assessments Instrument (OCAI), 63 questionnaires were distributed to different SMEs in Saudi Arabia. The results showed that there is a relatively low level of WiMax adoption by Saudi SMEs. Findings stated that Saudi SMEs are dominated by the clan culture where people are less innovative than the people in adhocracy culture

The impact of organisational culture on project selection: What is the appropriate culture type?

Project selection is a complex decision making process that is not merely influenced by the technical aspects of the project. Selection of road infrastructure projects in the Indonesian public sector is generally conducted at an organisational level, which involves multiple objectives, constraints and stakeholders. Hence, a deeper understanding of the various organisational drivers that impact on such decisions, in particular organisational culture, is much needed for improving decision-making processes as it has been posited by some researchers that organisational culture can become either an enabler, or a barrier, to the process. One part of the cultural assessment undertaken as part of the research, identifies and analyses the cultural types of relevant and involved organisations in the decision making process. The organisational culture assessment instrument (OCAI) of Cameron and Quinn (2011) was utilized in this study and the data was taken from three selected provinces in Indonesia. The results can facilitate the surveyed (and similar) organisations to improve their performance by moving towards a more appropriate cultural typology that is arguably better suited to their operations and to improving their organisational processes to more closely align with their organisational vision, mission and objectives

Knowledge management and organizational culture

This paper explores the relationship between organisational knowledge, organisational culture, and Process Based Systems (PBS), in the U.K. National Health Service (NHS). Links between PBS and organisational culture have been observed before(Perry, 2003); the contribution made by PBS to organisational knowledge has also been suggested (Perry, 2004). However, links between organisational knowledge and organisational culture in the NHS have not been widely studied. A qualitative study of these links across clinical functions has been used in conjunction with a literature review to consider in particular the use of tacit knowledge and the role that might be played by PBS in mediating and sharing this "embedded" or experiential form of knowledge. While there may be some opportunity for "externalisation" (Nonaka, 1994) - the conversion of tacit to explicit knowledge, this paper argues that PBS may also contribute to "socialisation" - the direct generation of tacit knowledge by tacit knowledge.Process Based Systems, knowledge management, organisational culture

Culture and culture change in a higher education context: what works and what doesn’t?

PUBLISHED VERSION: Organisational culture and culture change are related concepts which have their origins in organisational studies, but also have relevance to higher education and the constitution of contemporary universities. This paper first explores definitions of and approaches to organisational culture and culture change. Two specific theories are then favoured as being particularly useful when planning and undertaking change initiatives in higher education environments – these being ‘multiple cultural configurations’ and the ‘meso’ theory. Based on a literature review of thirty six studies, arguments are put forward for their wider application in higher education change contexts. In addition, a critique of more popular technical rationalist approaches for the management of change is presented